• norsk
    • English
  • English 
    • norsk
    • English
  • Login
View Item 
  •   Home
  • Norges Handelshøyskole
  • Centre for Applied Research at NHH (SNF)
  • Reports (SNF)
  • View Item
  •   Home
  • Norges Handelshøyskole
  • Centre for Applied Research at NHH (SNF)
  • Reports (SNF)
  • View Item
JavaScript is disabled for your browser. Some features of this site may not work without it.

Leadership and following in a public bad experiment

Heijden, Eline van der; Moxnes, Erling
Research report
Thumbnail
View/Open
R13_00.pdf (188.9Kb)
URI
http://hdl.handle.net/11250/164677
Date
2000-05
Metadata
Show full item record
Collections
  • Reports (SNF) [542]
Abstract
With regard to global or regional environmental problems, do nations that take unilateral actions inspire other countries to curtail emissions? Using game theory, it has been shown that in a competitive situation, unilateral actions will both improve global welfare and lead to lower total emissions. For small nations, however, this effect is negligible. The earlier study explicitly leaves out the possibility that unilateral actions "might lead to similar behavior from other countries." This possibility is investigated in the present study by the use of a novel design of a laboratory public bad experiment with a leader. Nine groups of five subjects played the game twice, with two treatments. While the results are consistent with previous public bad experiments, the new and interesting finding is that there are significant effects of leader decisions on follower investments in the public bad. Comparing the two treatments, we find that there is a stronger effect of leadership when leaders face the same costs as followers than when they bear no costs. This suggests that fairness is an important motivating factor for the effect of leadership. Actually a two component model of the effects of leadership is found to be consistent with the data. In this model the most obvious effect of fairness is found to saturate. In addition there is a second effect, by which followers tend to imitate leaders. We cannot say if this tendency reflects some learning effort or an attempt to influence leaders. In one of the treatments, leaders were found to underestimate the effect of leadership. The project has been funded by the SAMRAM program under the Research Council of Norway.
Publisher
SNF
Series
Report
2000:13

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit
 

 

Browse

ArchiveCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsDocument TypesJournalsThis CollectionBy Issue DateAuthorsTitlesSubjectsDocument TypesJournals

My Account

Login

Statistics

View Usage Statistics

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit